Dynamic Leadership Discussions
LSDS recently hosted a conversation between LTG(R) Fran Beaudette and Strategic Leadership Team Director, COL(R) Brad Moses, to discuss a topic on many minds: Succession Planning; Legacy Leadership.
The key take-aways and best practices from Brad and Fran's conversation are summarized below. Click to listen to the full recording.
Interested in participating in the upcoming live Q&A session? Send your questions about the topic below, or anything else on your mind, to firstname.lastname@example.org to be selected for this next engagement.
Host: Brad Moses
Guest: LTG (R) Fran Beaudette
LTG (R) Beaudette has over thirty years as a leader in the U.S Army and Joint Special Operations, with a culminating role of Commanding General of the United States Army Special Operations Command. As the leader of an organization of almost 35,000 highly trained and selected professionals with global responsibilities of countering threats to our Nation and its objectives, Fran is uniquely qualified to discuss the importance of identifying, mentoring, building, and advocating for a culture of talent within organizations.
On this Topic: Succession planning mitigates, or at least limits, the sine wave curve of leadership in organizations, and allows for organizations to grow people in line with future objectives.
Key Take-Aways for Succession Planning Discussion with LTG (R) Beaudette
ID the critical roles of your organization
Assess and profile talent
Create developmental plans
Professionally develop successors
Align the talent for future roles
Review, adapt, and change as necessary
**This process requires leadership, talent, experience, and knowledge***
The key take-aways and best practices from Brad and Fran's conversation are summarized below.
What are some best practices LTG (R) Beaudette highlights during the succession planning of growing a bench of talent?
1) Avoid parochialism as it is too one sided and leads to confirmation bias and group think within the organization.
2) Care about your organization more than you care about yourself.
3) It is important to read and predict the future of an organization and understand who the leaders of that organization need to be to achieve this goal. This is a bit of a gamble, which can, to an extent, be mitigated by knowledge, experience, and by encouraging the people being led by the leaders to act as an honest sounding board.
4) Incorporate the predictability of process and outcome into talent management within the organization.